Strategy fro Academy-Industry Alliances of Aerospace Technology Education

• Main Authors: Wu, Yea-Jiun, 吳亞君
• Other Authors: 孟繼洛
• Format: Others
• Language: zh-TW
• Published: 2001
• Online Access: http://ndltd.ncl.edu.tw/handle/32676932395145741759

博士 === 國立臺灣師範大學 === 工業教育研究所 === 89 === In order to meet the demands of human resources from aerospace industry, the intent of this research was to probe the revolutions of the academy-industry cooperation on aerospace technology education. The objectives of this research were first to investigate the focused domains of the academy-industry alliances; secondly, to map the ways to direct the development of the alliances, and finally to generate a model of evolutions of the alliances. The “outside-in” and “inside-out” strategic planning approaches of the alliances were employed. As to the outside-in approach which is aiming to fulfill the development of aerospace industry, the documentary analysis of national strategic position papers along with holding the authority meeting on strategic planning of human resources were accomplished. To guide the evolution of the alliances, the inside-out approaches of action research and Delphi Expert-Decision model application were utilized in light of the subtle market of aerospace industry due to Taiwan-Mainland China cross-strait political issues. Based on the findings and feedback in the course of this research progress, a generalized model of the alliance was concluded. The focused domains of national aerospace industry were maintenance and components manufacturing. The human resources were fostered through aerospace technology, machinery engineering, electronic machinery engineering, electronics engineering, industrial engineering and management departments in universities or colleges. However, the fundamental knowledge of aerospace profession and the English as second language were in need of greater enhancement. The alliance of “aerospace quality assurance” should make connections with the alliances of “avionics”, “maintenance” and “components manufacturing”. The managerial talent was crucial for aerospace industry, which could be fostered by on-job training through cooperation between industry and academy. In order to initiate the academy-industry alliance, it was imperative to take the top-down measures such as planning the focused domains and identifying the managers for the individual alliance. Following the initiation, the bottom-up autonomy within the alliance members was in activities such as constructing the alliance configuration; proposing the alliance projects; and developing the operational mechanisms among the alliances. Consequently, the strategic resources accumulated from the evolution of the academy-industry strengthened the social validity of this research. The academy-industry alliances have funneled and integrated the relative efforts and resources for the target domains in national aerospace industry. However, the survival of alliance depended on the steering planning from the authorized office to provide the platform for interchanging and sharing resources among alliance partners. Further, the self-criticism within alliance members is the key to improve the achievement of alliance projects. In the near future, the missions of the alliance should be expended. In addition to provide the platform for academy-industry as well as international cooperation, it is important to seek out the resolutions for enhancing the learning intent of students as well as teachers. The cross-linkages among government, industry, academy, research institutions and training bureaus or relative organizations will be the major tasks for the alliances. The model of evolution of academy-industry alliance on aerospace technology education is generally applied to the relative industrial domains. Index Terms─human resources of aerospace technology education, industry-academy cooperation on education, academy-industry alliance, action research